masters of our destiny

MASTERS OF OUR DESTINYMASTERS OF OUR DESTINY

Prof. Dr. Nuria ChinchillaDirector of ICWF

International Center for Work and Family

IESE Business School

Milan, 3rd December 2010

Family Society

Work

The World in Which We Live In

Before the 20th Century

Women were:

• Undervalued in their capacity, intellectually, professional, politically

• Undervalued in their feminine features (sensitivity, intuition…)

• Valued just for their body

Consequences: – Abuse and dominance– Impoverished humanity

“If the 21st century works, it will be because women will have a much greater say in the organization of society, which is in a deplorable state, badly thought out, bearing the consequences of a decadent and absurd rationalism… But this mission will only be accepted by women if it does not lead to their dehumanization, if they do not lose their femininity – because the woman is the nucleus of the family, and the family is the basis of society.”

Professor Juan Antonio Pérez López, former dean of IESE (1994)

Roles of a Woman

In the familyWorkHomeEconomyCultureArtPoliticsIn societyFriends, member of associations…

Aunts/unclesGrandparents

Siblings/brothers-in-law/sisters-in-law

Parents/parents-in-law

Children/son-in-law/daughter-in-law

Wife

Me

Nieces/newphews

Change is necessary

Work-Family CONFLICT

Presenter

Explicar Trabajo y Familia. Si se contara el trabajo doméstico el PIB subiría el 40%. Trabajo es el doméstico y el externo.

Reasons for W-F conflict

Participants Experts

Incompatibility of school and work schedule 1º 5º

Lack of company policies providing for work-life balance

2º 3º

Stress due to workload 3º 4º

Family load 4ºFew childcare centers 5ºHow I combine work and family 6º 1º

Household chores 7ºLack of support from my boss and colleagues 8º 2º

The time I spend waste in rush-hour traffic when I get off work

9º

Lack of punctuality and/ or travel combination on public transport

10º

Variety and number of social roles 11º

Fuente: Chinchilla, N. y Poelmans, S. (2003): “Dues professions i una família”. Generalitat de Catalunya, Departament de Benestar i Família.

Masters of our Destiny. (Eunsa, 2008). N. Chinchilla y M. Moragas

How to achieve sustainable succes

me

society

company

family

Masters of our Destiny. (Eunsa, 2008) N. Chinchilla y M. Moragas

!"#

$%&' !"()(

$*'

+#,-+

!"#$%&%'( +

)%&*#"&%'(

)%&*#"&%'(

time

The Trajectory of Life

Chinchilla N., Moragas M. Masters of our destiny - Figure 2.3. Chart of competencies and self-knowledge .

Competence

+

+

-

-

D

CB

A

FEED-BACK

C O A C H I N G

FEED-BACK

Con

scie

nce

Consciously

incompetentConsciously

competent

Unconsciously

incompetent

Unconsciously

competent

Competencies and self-knowledge


If a man tells you that you look like a camel, just ignore him. If two men tell you, have a look in the mirror.

Arabic Proverb

A good coach

Personal LeadershipPersonal Leadership

Personal mission:

•Family project•Professional•Social


The pessimist complains about the wind; the optimist hopes it will change; the realist adjusts the sails.

W. G. Ward

Time’s Vicious Cycle

CONFLICTS WORK STRESS

Less quantity and quality of time

Reduction offamily support

PERSONAL AND FAMILY LIFE CONFLICTS AND STRESS

20% +,-

SPILL-OVERFAMILY-TO-

WORK CONFLICT

SPILL-OVERWORK-TO-

FAMILY CONFLICT

•Number of working hours/day

•Number of hours with the family/day

•Free time =?= Time to recover

•Two types of “spill-over”

•Physical / noticed / measured•Psycho-emotional / invisible

Self diagnosis

Some mistakes

• The ““II’’ll do it tomorrowll do it tomorrow”” syndrome

•• I win, you loseI win, you lose• The housewifehousewife syndrome•• GuiltyGuilty feelings

FamilyFamily = = SchoolSchool ofof competenciescompetencies

CONVERGENCE OF IDEAS

Executing PLANS

Opening MARKETSCUSTOMER

SERVICE

MONITORING SUCCESS AND

MISTAKES

FAMILY = SME

JOINT CAPITAL

CONTRIBUTION

“The real skills of leadership mirror the skills of effective parenting”

The fifth Discipline- P. Senge

References

1 Customer- orientation

2 Leadership

3 Integrity

4 Initiative

5 Teamwork

6 Communication

7 Business vision

8 Personal improvement

9 Decision making

10 Interfunctional orientation

Fuente: Cardona, P.; Chinchilla, N., García, P.: “Las competencias directivas más valoradas”, IESE, WP 01/4

Most valued management skillsMost valued management skills

Master of our destiny - Figure 4.1. Internal family mission.

Internal family missionInternal family mission

Conflict Management

27 Masters of our Destiny. (Eunsa, 2008). N.

Chinchilla y M Moragas

27

If this happens in developed countries, imagine what happens in under- developed ones

I can't understand it: I'm married, with 2 kids, a beautiful house, a car,

I work as an executive, and I'm at the best age,… I should be happy …

but I'm fed up


Having children does not turn one into a parent, in the same way that having a piano does not turn its owner into a pianist.

Michael Levine

Masters of our destiny - Figure 4.2. External family mission.

External family missionExternal family mission

SPORTS CLUB

SCHOOL

CHURCH

COMMUNITY

COMPANY

Professional missionProfessional mission

./0'"1%(23#&

4'5520'"23'"&

62(27#"&

45%#(3&

PEDIDO

./**5%#"&

.82"#8'51#"&

Social MissionSocial Mission

CHARITY

Grocers

CHURCH

PARLIAMENT

SPORTS CLUB

SCHOOL

COMMUNITY

Masters of our destiny -Figure 7.2. Social mission


Friends

LEXUNIVERSITY

Press

Picassi

PARLIAMENT

CHURCH

Friendship: protection & filter from society


friends

friends

PARLIAMENT Press

CHURCHGrocery

SPORTS CLUB

COMMUNITY

NGO

SCHOOL

Friendship: strengthens our ties with society

Presenter

Friendship: as an Enhancer of Contacts

Mothers’ with children preferences

PREFERABLE ACTUAL

36% STAY AT HOME 29%

46% PART TIME 22%

18% FULL TIME 44%

Man’s problem lies not in the atomic bomb, but in his heart.

Albert Einstein

=

Person Machine

1st. Model 3rd. Model

=

Person Person

2nd. Model

=

AnimalPerson

Three Paradigms

9$'(':; 9$'(':;!&;$8'5'7;<=<.'$%'5'7;

9$'(':;!&;$8'5'7;=.'$%'5'7;938%$&

Producer/ ConsumerWith feelings andemotions

Producer/ ConsumerWith feelings and emotionsRationalityFreedom

Producer/ consumer

One can only see what one looks at, and can only look at what one has in mind.

Alphonse Bertillon

Extrinsic

$1

Intrinsic Transcendent

Types of Motives

Once a friend of Lenin told him: “In reality, that is not true” And Lenin answered: “ Then reality is wrong”.


Submarine Clip

Type of company Dominant motives in the employee

Extrinsic Intrinsic Trascendent

Mechanistic Weak fit(So long as I don’t

have a better offer)

Unstable equilibrium Turnover

Psycho-socialUnstable

equilibrium

Medium fit(While a new

challenge doesn’t come along)

Unstable equilibrium

AnthropologicTurnover Unstable equilibrium Solid fit

(While the mission is worthwhile)

$

LOVE´S BOAT

WORLD CUP

Degree of fit employee-company


AHUMMM….! 9 pm I'm going

home: I ´m sure that the children

have already been bathed

I will stay till 10 pm,

I don't want to take out the dog

Elements of the Flexible &Family Responsible Enterprise

Non-salary benefits

Family services

Professional support

Job flexibility

1. Policies

EstrategiaResponsabilidad

ComunicaciónLiderazgo

2. Facilitadores

StrategyResponsibility

CommunicationLeadership

2. Facilitators

3. Culture: Hindrances / Promoters

4. Results

Levels of development in the IFREI Model

EnriquecedoraContaminante

BC

AD

EnrichingContaminating

BC

AD

Dis

cret

iona

lS

yste

mat

ic

EnriquecedoraContaminante

BC

AD

EnrichingContaminating

BC

AD

Dis

cret

iona

lS

yste

mat

ic

.%///

0#%12%3#4,5,(6%789:;

<% ///

1(=%>#4,5,(6% #)% ?#-*@% )(&44A%

B6(%@"('%7CD:;

E%///

F&G(%>#4,5,(6%&-?%>B@%@"('%

,-@#%>)&5@,5(%79D:;

H%%%///

F&G(%&%12%5B4@B)(%7I:;

Argentina

Uruguay

Brazil

SpainPortugal

Colombia

Ecuador

Peru

Guatemala

Mexico

Philippines

Nigeria

European countries

IrelandFinlandDenmarkBelgiumItalyCzech RepublicFrance

Chile

KenyaEl Salvador

Venezuela

New Zealand

Singapore

IFREI in the World

BlackBerry Orphans

“There is a new member of the family, and, like all new siblings, this one is getting a disproportionate amount of attention, resulting in jealousy, tantrums, even trips to the therapist.It's the BlackBerry.”

Barriers and Facilitators

•The importance that executive women ascribe to career inhibitors decreases with age and professional rank.

•The feeling of working a “double work day” is widespread among women managers, specially in large companies.

•Lack of sympathy on the part of colleagues and superiors when women give priority to their family responsibilities undermines women managers´ satisfaction with their professional life.

•The main career inhibitor is corporate culture (“the glass ceiling”).

•The average woman manager´s main support is her husband, who in most cases is also a manager.

•The principal career enablers are: motivation, training, mental strength and value system.

•Women have easier access to management posts in small companies.

What gets in the way of women being promoted?

• Difficulties reconciling work and family• Lack of job flexibility• Stress• Culture of long workdays and double or

triple workdays• Little access to information and network of

male contacts• Glass ceiling and cement ceiling• Little support at home and at work• Pay differences

What criteria are important to you when making a decision regarding

your professional career?

7%

17%

18%

41%

68%

0 10 20 30 40 50 60 70

Income increase

Opinion and career of spouse

Professional achievements/promotion possibilities

Level of interest/ challenge ofnew job

Balance betweenpersonal/familly and

professional life

Professional Reorientation

12%

27%

59%

0%

10%

20%

30%

40%

50%

60%

Como autónoma Crear mi propia empresa En otra empresaAs a freelance Create my own business

In another company

51

We usually have this idea of an organization

But this other image represents better its reality…

How to achieve a cultural change

... Its dynamism for action is also upwards

FORMAL SYSTEMS

(WHAT)

MANAGEMENT STYLES (HOW)

MISSION AND VALUES

(WHAT FOR)

How to achieve a cultural change?


In as far as we are able to see the invisible, we will be able to do the impossible

Ernesto Kahan

Challenges that these companies have faced

• Overcome the perception that using Flexible Work Arrangements means less commitment

– To overcome this companies should:• Make a diagnosis of the degree of Flexibility and support in

different environments/departments (IFREI 2.0)• Examine the evaluation system so that it focuses on results and not

in face time • Promote people who excel in their performance even if they are in

Flexible Arrangements

• To effectively communicate the changes in paradigm across the company at all levels through good examples and stories of change.

• To measure the positive results in the bottom line.

Research shows that what is good for women is good for business as a

whole.

masters of our destiny

Documents